The last time she remembers having such a sense of accomplishment was nearly a decade ago.
Gottselig and her colleagues, whose tasks include dispensing scrubs and uniforms to RGH’s staff, are reaping the rewards of a number of improvement events that began when the Regina Qu’Appelle Health Region shifted to generic from personalized scrubs in 2015. This change supported the transfer of linen processing from Saskatchewan health regions to one provider – K-Bro Linen Systems. The most recent improvement activity was a 5S in October 2016 which saw the number of scrubs on hand reduced by 90 per cent, from 8,046 pieces to 607.

5S stands for sort, simplify, sweep, standardize and self-discipline and is based on the understanding that there’s a place for everything, and everything is in its place.

“You didn’t have room to scratch your head before. It was chaotic.”(Terry Gottselig, uniform clerk, Regina General Hospital)

Giles Vanderlaan, manager of Linen Services and the 5S event process owner, agrees. The purpose of the October 5S “was to organize the room and make it more functional,” said Vanderlaan, a goal the team achieved in abundance. “It’s more airy. There’s room to move. It’s not claustrophobic,” he said.

“We know where everything is and, when we walk, we aren’t bumping into things.” (Emily Kentz, uniform clerk)

Removing the excess scrubs allowed the 5S team, led by 3S Health but with participants from 3S and RQHR, to remove one three-meter-long carousel and 10 meters of shelving that held excess uniform inventory.

“Before moving to a generic system, I had between seven and 20 carts to sort each shift, depending on the staffing,” says Gottselig. “Now, I have four carts.”

Three of these carts are parked a short walk from the uniform dispensing window, and positioned in a “U” shape to give uniform clerks full access to every size and to support a “first in, first out” system.

Overall, the time savings are noticeable. When putting away respiratory uniforms, for example, Gottselig and her colleagues walk 40 per cent less, in the neighbourhood of 39 steps rather than the previous 66.

Staff also save time, and touch linens less, because uniforms arrive from K-Bro folded and ready to dispense. Fewer touches mean fewer opportunities to spreading germs.

Creating designated work areas has also supported staff efficiency. The 5S team brought in a height adjustable desk so uniform clerks can sit or stand when rolling scrubs for the operating rooms Pyxis dispensing system. Previously, Gottselig said she generally stood throughout her entire shift, and used her desk to roll uniforms.

The seamstress, too, has her own space, with the addition of a large table for sewing and mending. Gottselig said the 5S changes have made her work life more enjoyable. “Now, I don’t feel pressured.”

Although the 5S has concluded, Vanderlaan said improvement work will be ongoing. Linen Services continues to monitor with K-Bro the number of scrubs required by RGH daily to determine the appropriate amounts. Vanderlaan believes they are getting close.

“Our goal is to keep improving our customer services and our staff safety. This is part of the Uniform Room’s philosophy.”

]]>http://blog.hqc.sk.ca/2017/01/09/ninety-per-cent-reduction-in-scrub-inventory-gives-staff-room-to-roam/feed/0By implementing Stop the Line, Wascana Rehabilitation Centre makes safety a priorityhttp://blog.hqc.sk.ca/2016/11/07/by-implementing-stop-the-line-wascana-rehabilitation-centre-makes-safety-a-priority/
http://blog.hqc.sk.ca/2016/11/07/by-implementing-stop-the-line-wascana-rehabilitation-centre-makes-safety-a-priority/#respondMon, 07 Nov 2016 21:40:47 +0000http://blog.hqc.sk.ca/?p=6661In a morning huddle, the staff on Wascana Rehabilitation Centre’s Unit 2-5 discuss the importance of safety in their daily work, and how the concept of Stop the Line offers them the autonomy to make the right decision when it matters.

“When we share the current problems facing the team, we can get everyone’s input and identify solutions to issues that could pose a safety concern to us or our residents,” says an employee on the unit. “When we Stop the Line, it’s immediate.”

Located in the Regina Qu’Appelle Health Region, WRC’s Unit 2-5 has 68 staff, 39 residents and one respite bed. The unit was approached by the Region in January 2015 to pilot Stop the Line and got to work in May.

At that time, there was not a lot of understanding of what we were trying to do. With time came more understanding about what Stop the Line actually is – staff identifying, fixing or escalating safety issues – our staff felt more empowered and consequently became more engaged in the process.” – Shelley Serle, Unit 2-5 Manager, Extended Care/Veteran’s Program

The unit’s culture experienced gradual change as staff felt that their safety concerns were being heard and addressed – and Safety Alert/Stop the Line huddles allowed for discussion.

The change in culture is resulting in less harm to patients and staff as the team’s focus shifts from mitigation to early detection/prevention – and the improvements are measurable. Unit 2-5 tracks several safety indicators including the number of safety incidents reported (potential and actual), the number of falls and medication incidents, and the number of serious incidents (levels 3 and 4).

All of these measures have been improving since Stop the Line was introduced at Unit 2-5. For example, the number of staff incidents resulting in lost time has steadily decreased, from seven in 2014-2015, to three in 2015-2016 to one during the first six months of 2016-2017. The unit also went two months with no medication errors. Staff are increasingly recognizing potential hazards and fixing them before they can cause harm.

“Stop the Line supports problem solving as a team. Leaders and managers support the discussion, but solutions come from the staff including our continuing care assistants,” says Shelley. “Employees like that they aren’t being told what to do, instead they are working together to find the solution that works for the team, in the moment.”

Stop the Line represents an evolution of safety practices that already occur in many areas. It builds on – and elevates – these practices and offers clear expectations for the times patients, families and staff encounter a potentially unsafe situation,” – Kate Fast, provincial Safety Alert/Stop the Line Initiative Lead

What does Shelley Serle suggest for managers just starting to implement Stop the Line?
• Start with one or two huddles a day, where you’re asking staff to identify any potential safety issues. During the first eight weeks there will be lots of discussion and time spent out on the unit; it’s a great juncture to reinforce with staff that if a safety concern is raised, it will be addressed.
• Think of Stop the Line as part of daily visual management. It is often nothing that managers don’t already do, but it is formalized. Staff are empowered by the explicit process for escalating concerns.
• Track and document identified safety issues: Was it reported? Was it a priority? Was it rectified? A safety book or a visibility wall with metrics is a great way to document discussion.
• At the beginning there will be many issues identified. This can feel overwhelming but, with experience, staff learn to fix safety issues themselves in the moment.
• To keep implementation going takes a lot of energy and leadership. But stay the course. It’s worth it!

Regina Qu’Appelle Health Region continues to work toward an environment with zero harm to patients, clients, residents, practitioners and staff. To achieve this, every employee in the Region is being asked to Stop the Line when they need to.

Photo: Shelley Serle and her team at their morning huddle, talking about how important safety is to them and how to Stop the Line when necessary.

]]>http://blog.hqc.sk.ca/2016/11/07/by-implementing-stop-the-line-wascana-rehabilitation-centre-makes-safety-a-priority/feed/0Advisors share their stories at Safety Alert traininghttp://blog.hqc.sk.ca/2016/11/02/advisors-share-their-stories-at-safety-alert-training/
http://blog.hqc.sk.ca/2016/11/02/advisors-share-their-stories-at-safety-alert-training/#respondWed, 02 Nov 2016 16:51:21 +0000http://blog.hqc.sk.ca/?p=6655Patient and family advisors were front and centre to launch a Safety Alert System at Lloydminster Hospital, the pilot site for this initiative in Prairie North Health Region.

Margaret Petrie and Jenice Ward, along with Jenice’s son Gaven, shared their patient experiences to open manager training sessions about the new system.

The Safety Alert/Stop the Line (SA/STL) strategy is a provincial initiative that is designed to build a safety culture and make health care environments safer for patients and providers. It encompasses processes, policies, and behavioural expectations that support patients, staff, and physicians to identify and fix potentially harmful mistakes in the moment, or to Stop the Line and call for additional help to restore safety.

The Safety Alert System stresses the value of everyone speaking up when they sense something is not right. The stories shared by Margaret, Jenice and Gaven illustrate why this is so important.

Margaret’s husband passed away while in hospital in 2015. She has been a patient and family advisor with Prairie North since, inspired by her family’s negative experience to help effect change for other patients and families.

People need to understand that they have the right – both staff and family or patients – to say ‘You know what, we need more of an explanation of what’s going on here, because we don’t really know.’ I think that is so important, and that’s something that I felt was missing.” – Margaret Petrie, patient and family advisor, Prairie North Health Region

Because of a lack of open communication, Margaret says, “things progressed, rather than came to a stop. If that changed, it would benefit everyone.”

Seven year-old Gaven told a story about seeing his family physician due to a suspected bladder infection. “The doctor, when he did the check-up, he never wore any gloves or washed his hands. After, he went onto his computer without washing his hands. I told my mom, ‘That’s gross!’” Gaven’s mom, Jenice, wonders why she didn’t say anything to the physician.

“I don’t know. Did I not want to embarrass him? I’m still not quite sure. I knew it was an awkward situation, and it became more awkward as I stayed silent. When my son can say, ‘Mom, that was wrong,’ you know you need to speak up.”

Jody Mayer is the director of Prairie North’s Quality Improvement Program. “The common thread between those two stories is a fear of speaking up when we sense something is wrong. Maybe we don’t want to be a bother, we’re worried we may be wrong, or we don’t want to offend a health care provider or employee,” says Jody.

“That fear or discomfort is often shared by health system employees, as well! The Safety Alert System is meant to take the fear away and empower staff, patients and families to speak up, and we promise to say ‘thank you’ when you do.”

In reviewing Safety Alert System communication material, patient and family advisor Jenice noticed right away that saying thank you to a person who raises a safety concern is a key part of the process.

“Knowing someone’s response to a concern will be ‘thank you,’ for me as a patient, it gives such validation. I would feel more comfortable next time bringing forth those concerns,” says Jenice. “When a situation is not safe for us or our loved ones, we can speak our truth and not worry about hurting someone’s feelings or feeling awkward or embarrassed.”

Videos:

Photo: Patient and family advisor Jenice Ward and her son Gaven.

]]>http://blog.hqc.sk.ca/2016/11/02/advisors-share-their-stories-at-safety-alert-training/feed/0Safer care for pediatric patients at Regina General Hospitalhttp://blog.hqc.sk.ca/2016/10/31/safer-care-for-pediatric-patients-at-regina-general-hospital/
http://blog.hqc.sk.ca/2016/10/31/safer-care-for-pediatric-patients-at-regina-general-hospital/#respondMon, 31 Oct 2016 16:09:07 +0000http://blog.hqc.sk.ca/?p=6652Staff at Regina General Hospital’s Pediatric Inpatient Unit 4F now perform routine checks to ensure pediatric patients (age 17 and under) are wearing identification (ID) wristbands. This helps reduce the likelihood that an ID band is missing prior to tests and procedures such as lab work, medication administration, transportation, and surgery.

Initially, when a patient is admitted to Regina General – including a pediatric patient – staff put on a standard ID wristband. If the wristband causes irritation, there is now a soft Velcro option available on Unit 4F for infants and small pediatric patients.

Previously, for any number of reasons, pediatric patients did not always wear ID wristbands. Staff have now implemented new processes to ensure that all pediatric patients are wearing their ID wristbands – and that staff are checking the wristbands each time they provide treatment.

Amy Craig, whose son Spencer is a pediatric patient, served as a patient advisor on this improvement work. She is pleased that Regina Qu’Appelle Health Region is taking measures to improve patient safety.

I find myself questioning everything because of past mistakes. As a parent, knowing that staff ensures patients wear the right ID gives me peace of mind.” – Amy Craig, mother of pediatric patient

Reasons for not wearing the ID wristbands related largely to irritation, but wristbands were also put on improperly and fell off, were attached to the crib/bed instead of the patient, or removed by the patient and/or their parents.

Improvements, such as including an ID reminder for staff on patient documents and posting messages to encourage patients to report issues, have reduced the number of patients without ID wristbands from 27% to next to none. The process to replace a missing wristband begins as soon as its absence is noted. Unit 4F staff audit once a day, and wristbands are consistently on the patient or in the process of being replaced. Additionally, the issue of attaching wristbands to the crib/bed has been addressed through awareness and education for staff, pediatric patients and their parents.

]]>http://blog.hqc.sk.ca/2016/10/31/safer-care-for-pediatric-patients-at-regina-general-hospital/feed/0Daily safety huddles in Mamawetan ensure faster communicationhttp://blog.hqc.sk.ca/2016/10/24/daily-safety-huddles-in-mamawetan-ensure-faster-communication/
http://blog.hqc.sk.ca/2016/10/24/daily-safety-huddles-in-mamawetan-ensure-faster-communication/#respondMon, 24 Oct 2016 15:55:15 +0000http://blog.hqc.sk.ca/?p=6648The leadership team in Mamawetan Churchill River Health Region (MCRHR) has made safety a top priority for their organization. By implemented safety huddles and daily safety visual management, safety is talked about every day. These are two of the 17 key elements of the Safety Alert/Stop the Line Initiative. And, they are evidence-based processes that strengthen the culture of safety.

Prior to November 2015, the region’s directors were not always getting together to discuss safety events when they occurred. This meant that at times, some directors were not aware of a safety issue, or were unsure of how to resolve a problem. Safety reporting forms could sit on a director’s desk for a long time while she attempted to resolve or investigate a safety event.

During a Rapid Process Improvement Workshop (RPIW) in November 2015, the RPIW team trialled a new daily Directors’ Safety Huddle. An improvement coach from Prairie North shared a video of a similar model used in that region, and the idea immediately resonated with the team.

The intent of this huddle is to gather the region’s senior leaders for 10 minutes a day to discuss safety issues and events that occurred, and to proactively anticipate any challenges that the teams could face.” – Cindy Greuel, Director of the Quality Improvement office in MCRHR.

Today, the daily Directors’ Safety Huddle is part of Mamawetan’s standard work. At 10 a.m. Monday through Friday, the entire team gathers in a hallway on the lower level of the La Ronge Health Centre to report out on events from the last 24 to 72 hours (including weekends). They also discuss upcoming and emerging activities or issues that teams may face.

Representatives from every clinical and support department hear reports from across the region, and participate in a short dialogue to clarify information or solve challenges brought forth by the group. Each program area has a report-out sheet where they track information daily. This includes standard measures such as safety events, harm that occurred, sick time, and short staffing, along with other program-specific data. This information – along with reports about other pertinent activities, challenges, forecasts, and celebrations – help support safety and daily operations of the region.

Justin Galloway, Director of Therapies, explains: “One positive aspect of the safety huddles is that they serve as a valid venue that has improved safety incident awareness throughout the region by having them reported to the leadership team soon after the incidents have occurred.”

The safety wall is not just for leadership: it is located in a common area that is accessible to staff, patients, regional Board members, and visitors to the La Ronge Health Centre. All regional employees are encouraged to attend the daily huddle. Visitors – including the Health Quality Council (HQC) and Saskatchewan Association of Safer Workplaces in Health (SASWH) – drop by when they are in the facility.

Since last November, Mamawetan has seen an approximately 80% decrease in the time from when an event is reported, to when the safety report form arrives at the Quality and Safety office. Follow-up on critical incidents has been cut to less than 14 days (from 65-120 days). Interdisciplinary communication at a leadership level has improved, and the need for formal meetings has decreased, as leaders frequently gather immediately after the huddle to quickly discuss pressing issues.

MCRHR’s quality improvement office tracks the region’s safety data daily, and a monthly rollup of trends and leaders’ attendance is posted on the regional safety wall. This data has already proved to be insightful, according to Greuel.

The region continues to look for ways to improve the flow of safety information.. Recently, during a Kaizen Basics training session, a Special Care Aid asked if information could be brought back from the safety wall to her department’s huddle. There was an assumption that this was occurring. “Our point of care staff have taken notice and are interested in what’s happening,” says Greuel.

Over the next few months, Mamawetan will continue to strengthen the consistent flow of information from the program level to the Directors’ Safety Huddle and back to front-line staff.

]]>http://blog.hqc.sk.ca/2016/10/24/daily-safety-huddles-in-mamawetan-ensure-faster-communication/feed/0More urban and rural sites for lung function tests in Regina Qu’Appellehttp://blog.hqc.sk.ca/2016/10/20/more-urban-and-rural-sites-for-lung-function-tests-in-regina-quappelle/
http://blog.hqc.sk.ca/2016/10/20/more-urban-and-rural-sites-for-lung-function-tests-in-regina-quappelle/#respondThu, 20 Oct 2016 15:27:10 +0000http://blog.hqc.sk.ca/?p=6643Regina Qu’Appelle Health Region (RQHR) residents will now have access to lung testing in more urban and rural locations through a new mobile community testing program. This will help with the early detection, treatment, self-management and rehabilitation of conditions such as chronic obstructive pulmonary disease (COPD).

COPD is a lung condition that includes chronic bronchitis and emphysema. Previously, most lung function testing occurred in hospital.

Going to appointments at the Pulmonary Function Lab is difficult for me. I have several health issues. By the time I walk from the parking lot to my appointment, I’m exhausted. Being able to access the same services in the community is awesome.” – Deanna Litzenberger, patient advisor with Rapid Process Improvement Workshop (RPIW) 91

To date, community testing rates are up. This collaboration with family physicians in the RQHR has resulted in 285 people tested in the first half of 2016-17 compared with 209 for all of 2015-16. The RQHR is improving its referral process too, so people will have more options for where they get their tests.

This community testing is important because, according to The Lung Association Saskatchewan, one in five Canadians – six million adults and children – have a respiratory problem such as COPD.

]]>http://blog.hqc.sk.ca/2016/10/20/more-urban-and-rural-sites-for-lung-function-tests-in-regina-quappelle/feed/0New network structure means more time for home care clients in Regina Qu’Appellehttp://blog.hqc.sk.ca/2016/10/11/new-network-structure-means-more-time-for-home-care-clients-in-regina-quappelle/
http://blog.hqc.sk.ca/2016/10/11/new-network-structure-means-more-time-for-home-care-clients-in-regina-quappelle/#respondTue, 11 Oct 2016 17:31:12 +0000http://blog.hqc.sk.ca/?p=6634Primary Health Care in Regina Qu’Appelle Health Region has redesigned its urban home care services to improve efficiency and create more time for client care.

By dividing Regina into three geographic areas (networks), multidisciplinary teams that support each network are now located closer to clients. Continuing care assistants (CCAs) travel 5.6% less to provide care – a saving of approximately 39,000 km/year – and spend 5% more time with clients – which adds up to additional 9,098 hours in one year. RQ’s multidisciplinary teams comprise a director, manager, scheduler, nurses, social workers, physiotherapists, continuing care assistants (CCAs), and other care providers.

Schedulers, now part of the care team, adjust CCAs’ client visit schedules daily, rather than weekly. This has significantly reduced the time staff spends reworking schedules.

]]>http://blog.hqc.sk.ca/2016/10/11/new-network-structure-means-more-time-for-home-care-clients-in-regina-quappelle/feed/0More consistent care for home care clients in Regina Qu’Appellehttp://blog.hqc.sk.ca/2016/10/05/more-consistent-care-for-home-care-clients-in-regina-quappelle/
http://blog.hqc.sk.ca/2016/10/05/more-consistent-care-for-home-care-clients-in-regina-quappelle/#respondWed, 05 Oct 2016 20:49:24 +0000http://blog.hqc.sk.ca/?p=6626Home care clients in Regina Qu’Appelle Health Region are more consistently being served by the same small team of continuing care assistants, thanks to changes in how the service is delivered.

In 2013, only 25% of clients were being cared for by the same team. By redesigning service delivery into geographic networks, the health region had increased that figure to 80% in May 2016.

Multidisciplinary teams now meet daily at sites close to clients’ homes, allowing teams to build relationships with clients and more quickly respond to their needs.

Home care clients are appreciating the change. “I pretty well have the same people coming in now, which I enjoy,” says Patricia Rathwell. “The care’s more personal. You get to know them.”

Continuing care assistants are seeing the benefits too. “When you care for the same clients regularly, you spot changes in their health and ensure they receive the right care,” says Kyla Adolph, a continuing care assistant in RQHR. You understand their needs.”

]]>http://blog.hqc.sk.ca/2016/10/05/more-consistent-care-for-home-care-clients-in-regina-quappelle/feed/0New QI learning program benefitting Saskatchewan patients, residents, and staffhttp://blog.hqc.sk.ca/2016/08/17/new-qi-learning-program-benefits-patients-residents-and-staff/
http://blog.hqc.sk.ca/2016/08/17/new-qi-learning-program-benefits-patients-residents-and-staff/#respondWed, 17 Aug 2016 14:13:57 +0000http://blog.hqc.sk.ca/?p=6611Loretta Hrenyk says she is excited about making changes, and the Lean Improvement Leadership Training (LILT)* program has given her the tools and capacity to engage other staff members in identifying and solving problems.

“I love change. I’m always thinking, is there a better way to do something?” says Hrenyk, a Nurse Educator on the Victoria Hospital’s Level 4 (Surgical Unit). When she saw the results of rapid process improvement workshops, and how those changes were made, she was excited by how this might make a difference.

“Before Lean, I think lots of people wanted to make changes, but there was no standard way to do it. Now there is a process to identify problems, discuss them, and figure out ways to make improvements.” (Loretta Hrenyk)

While she was somewhat surprised to have her name put forward for the LILT program, Hernyk said her only apprehension was the time commitment. “Like anything in your learning, there are quite a few tools. It can be challenging to go back to the student role,” Hrenyk said. “Understanding the tools and how to use them takes time. I was a little overwhelmed by the papers.”

With several modules and project work for each of them, Hrenyk wondered how that would be managed; however, now that she has completed the program she is excited about how she can use what she learned to improve patient care.

Cathy Suchorab also had her own doubts about taking the LILT program. Her hesitation had more to do with her own experiences as a manager, and wondered what value the time commitment would add.

“I had managed before, so I felt like I knew how to manage,” said Suchorab, a Nursing Unit Manager at Herb Bassett Home. She acknowledges that the training changes how she approaches managing.

“One of the important things I learned is the visibility of going on to the gemba and talking with your staff and getting their input. It has helped in terms of staff morale, because I get their feedback about what they want to see.”
(Cathy Suchorab)

One of her key learnings occurred when they did a value stream map of the admission process at Herb Bassett Home. They identified that it was taking a long time to complete the admission after the resident arrived, and that there were often gaps in communicating among the care team about the residents’ specific needs.

“I was surprised that we were not organized ahead of time on admissions,” Suchorab said. Charts were not always ready, equipment was not in the room, and many trips were made to get things during the admission meeting with the resident and family.

After the changes, everything that is normally needed – from clinical information to equipment – is now in the room 30 minutes prior to the resident/family arrival. The key information is going into the care plan, and it is documented and other staff members (especially the continuing care aides) can more easily know what is required when working with the new resident.

One of the key improvements Hrenyk has seen on the surgical unit is the use of visual daily management boards. It includes a white board behind the nurses’ station, where they can post memos, and the information is constantly updated so that staff members know it is important to review it. Hrenyk said it helps her as an nurse educator ensure all staff have the opportunity to review new information on a timely basis.

An improvement project she worked on during the LILT training was to address challenges for identifying specific patient needs, including food restrictions, fluid restrictions, risk of falls, etc. The notices were not easily obtained, and were not always posted or easy to find. Hrenyk said it took a lot of time and effort to make sure notices were posted.

“We asked staff for advice and we created a sign system that is on the doors and sticks with magnets,” Hrenyk said. “The signs are right there, and you just turn it over if you need it, and if you don’t you just flick it back and it is blank. That was a real good time saver for the nurses. You don’t waste time looking, and the signs are always in the right place for the right patient.”

Hrenyk said she is starting to see a change in culture from staff members on her unit. “I love to hear the staff, some of them identify something that is not going well, they say: ‘That’s not lean.’ The next part is getting them to take the ownership, and say: ‘I can do something about it.’ We need to develop that in them.”

Suchorab said that changing how people look at their daily work, including her own, has been one of the most important improvements – including getting daily feedback from staff members. “I like to think that I did that before, but now I’m consciously doing that to make sure that I’m getting their feedback,” she said. “This is a more detailed and structured report, which is better.”

Suchorab said some staff members have started doing 5S, identifying areas that need attention. She is pleasantly surprised to seeing initiative being taken by staff members she was not expecting it from – people who may have been reluctant before they say saw other results.

“I tell them you don’t have to wait for me. They know what is safe or not, or things we don’t need. Let’s just do it,” she said, noting that the improvements are focused on resident care, but also make a difference for the employees.

“If you are going to improve resident care, you are going to make it better for the staff as well.” (Cathy Suchorab)

* What is LILT?

The Lean Improvement Leaders Training (LILT) is an applied learning program created by Saskatchewan’s Health Quality Council. It is designed to develop improvement leaders who manage and direct care, services and processes, and help them learn to use Lean tools and philosophies in their areas. The program covers core concepts in the Saskatchewan Healthcare Management System that the learner can apply to both daily continuous management and improvement, and their roles as process owners, content experts and sponsors in kaizen events such as Rapid Process Improvement Workshops.

By the end of the program, learners will be able to:

Use Lean tools to identify key improvement opportunities for staff and patient experience;

Improve safety and quality, optimize flow and reduce waste;

Use data to understand current state, guide improvement work and monitor and sustain unit/area progress, while maintaining focus on patient / client needs; and,

Demonstrate continuous improvement as part of daily practice.

All PAPHR managers are expected to complete LILT or Lean Leader Training. Participants attend an in classroom workshop where key concepts for nine modules are reviewed. There are hands-on assignments to practice using the skills and concepts in their work areas. For each practical component there is a report out and evaluation, where participants share what they have learned and receive feedback.

]]>http://blog.hqc.sk.ca/2016/08/17/new-qi-learning-program-benefits-patients-residents-and-staff/feed/0A new patient-focused video reinforces that everyone has a storyhttp://blog.hqc.sk.ca/2016/08/08/a-new-video-reinforces-that-everyone-has-a-story/
http://blog.hqc.sk.ca/2016/08/08/a-new-video-reinforces-that-everyone-has-a-story/#respondMon, 08 Aug 2016 19:16:00 +0000http://blog.hqc.sk.ca/?p=6603Darlene Dyck, a patient- and family-centred care representative with Cypress Health Region, shares details of her touching health care story in a powerful new video.

Produced by the Cypress Health Region, the underlying theme of the video is that telling a story is a doorway into someone else’s personal space.

“Other patients and families may be able to relate to Darlene’s story on a personal level, or know someone who has a similar experience,” says Brad Boutilier, Manager of Communications with the Region.

Whether it is a positive or negative story, we can all benefit so much by listening and understanding how patients and families have been impacted in our health system.”

‘Nothing About Me… Without Me’ – this statement captures how the patient voice has evolved and has taken health care from a model of care (where care was determined by the providers) to a more collaborative approach where patients direct their own health care needs.

With its Patient Safety and Quality Improvement Training program, Saskatoon Health Region is equipping resident physicians to both do good and prevent harm. This new program orients residents to the objectives of quality improvement, with a big emphasis on safety.

The Health Quality Council (HQC) was part of a working group that created the curriculum and developed course materials for the program. Developing the curriculum was a great group effort, according to Shari Furniss, Director, Learning and Development at HQC.

“We were fortunate to have many different perspectives on the team, which really helped in creating a unique learning experience for participants,” says Furniss. “Everyone came with the same goal – how can we make this program the best possible for our residents? We challenged ourselves to think of innovative ways to achieve the program learning objectives.”

A key perspective was that of patients and families. Caroline Westman, an advisor with the Region, provided insight during the curriculum development to ensure that the patient and family perspective was included. Westman continues to share her personal experiences with the provincial health system; she served as her husband Brian’s advocate when he was hospitalized for 12 weeks in 2013.

Westman believes it’s important to make sure that the philosophy of patient- and family- centered care is a familiar concept to the residents. “We get excited about new lab tests, new imaging technology and so on, but it’s time to change our collective mindset. The knowledge and insight that patients and families have with regards to their own case is an important tool as well. All too often this is a resource that is overlooked and undervalued in health care settings.”

The time has come to teach the significant value of the patient and family voice – as part of the health care team – to help prevent errors and improve patient outcomes.” – Caroline Westman, patient and family advisor

Saskatoon Health Region’s Dr. Paul Babyn (Head of the Department of Medical Imaging, University of Saskatchewan) and Angie Palen (Kaizen Specialist) were co-leads for the program. Learning objectives were grouped into three central categories: patient safety culture, improving patient safety, and quality improvement.

Dr. Heather Ward, Program Director of General Internal Medicine, works in the Region and participated on the working group that developed the curriculum. Dr. Ward provides the perspective of those who teach resident physicians, as well as her knowledge of the accreditation standards of the Royal College of Physicians and Surgeons of Canada.

“Our residents are about to enter the profession so they are poised to be the future leaders of quality improvement and patient safety in Saskatchewan’s health system,” says Dr. Ward. “It’s also fantastic to have patient and family advisors involved in the curriculum development – their input on patient safety is essential.”

“While residents have a lot of classroom content to absorb, a curriculum like this nicely encapsulates vital quality improvement and safety concepts that they will then be able to use in day-to-day practice,” adds Dr. Ward.

Participants also have a hands-on improvement project where they apply learned concepts to their own work. It’s a personal project – something small that is meaningful and directly relates to the resident’s work. Examples include medication reconciliation and hand hygiene.

In January 2016, a pilot test of the program began with residents in Medical Imaging. Under the direction of Dr. Babyn, the curriculum is currently underway and being augmented with additional radiology-specific teaching. With some tweaking to reflect the participants’ prior training and experiences, initial feedback from the residents has been positive.

]]>http://blog.hqc.sk.ca/2016/07/07/new-program-getting-resident-physicians-up-to-speed-on-quality-improvement-patient-safety-in-saskatoon-health-region/feed/0Video highlights new approach to make health care SAFER for everyonehttp://blog.hqc.sk.ca/2016/07/04/video-highlights-new-approach-to-make-health-care-safer-for-everyone/
http://blog.hqc.sk.ca/2016/07/04/video-highlights-new-approach-to-make-health-care-safer-for-everyone/#respondMon, 04 Jul 2016 16:57:04 +0000http://blog.hqc.sk.ca/?p=6592“In 2014, more than 190 patients were seriously harmed in Saskatchewan’s health care system and 2,400 staff were injured at work. But, we can do better.” That’s the message of a new video created by the Health Quality Council and the Saskatoon Health Region to increase awareness of a province-wide initiative called Safety Alert/Stop the Line (SA/STL). This initiative is intended to make health care environments safer for everyone – patients, families, staff and physicians.

Kate Fast, Lead of the Safety Alert/Stop the Line Initiative says patients are important partners in improving safety and played a part in developing content for this video.

Patient and family advisors have been involved in the implementation of SA/STL from the start by helping us understand how to support patients and families to speak up when they have a safety concern.” – Kate Fast, SA/STL

SA/STL also includes principles and processes that set out expectations for both staff and physicians to become safety inspectors, and to take action when a situation is potentially unsafe. Staff and physicians are encouraged – and expected – to report all safety concerns. As a result, health system leaders can be aware of risks and can strategically make health care environments safer over time. The focus is placed on early detection and correction, so that safety issues are fixed before causing harm.

“Speaking up for safety takes courage, but it takes very little time,” says Dr. Kunal Jana, a Saskatoon-based urologist, in the video.

Patients, staff and physicians help explain how everyone can make health care SAFER. The acronym, developed by Regina Qu’Appelle Health Region, explains steps taken when encountering a situation that is potentially unsafe: Stop any unsafe activity or procedure; Assess the patient’s or staff’s safety and Alert others to the issue; Fix the safety issue if you can safely do so; Escalate the safety issue to a supervisor/manager if you can’t safely fix it yourself; and Report the safety issue.

The video is available on the Health Quality Council’s YouTube channel, and are distributed to all health regions for use with patients and families, and to orient staff and physicians to SAFER behaviors.

Regional health authorities across Saskatchewan are expected to have SA/STL processes in place by March 2018.